|
November, 2006
Volume: 2, Issue: 6 |
Peak Performance |
 | |
SubscribeSubscribe to the Peak Performance Newsletter.
Our EventsChicago, IL
Jan 17, 24, 31 and Feb 7, 2007
Other EventsThe Pro Networker provides full details on networking and other business events in the Chicago metro area
|
 From the PresidentOver the past couple of months, my life has been totally out of balance -- literally. An inner ear trauma made me dangerously dizzy for several days. I didn't drive a car for nearly a month. Even now, I still occasionally get an attack of vertigo.
The inability to physically maintain balance has given me new appreciation for the "inner voice" that provides focus and perspective to keep us moving powerfully forward towards our most important priorities.
When the inner ear is in trouble, it sends an immediate and noticeable message. The inner voice, however is more likely just to shut down-- or shut up-- if we don't pay attention.
You can't do much to maintain inner ear health, but you can tune up the volume on your inner voice. Do it often. Do it now.
Sincere best wishes for a Happy Thanksgiving and joyous holiday season! See you next year.
Sincerely,
Pam Pound
Call 708-651-2483 or email info@pinnaclesuccesspartners.com to request a complimentary consultation. Visit us at www.pinnaclesuccesspartners.com
In this issuePut your ear down close to your soul and listen hard. Anne Sexton
THE CUSTOMER IS ALWAYS RIGHT--REALLY!It happened more than 20 years ago. I hadn't thought about it for years. But, as I read the letter I received last week from a contractor, the old incident was as fresh in my mind as the day it occurred.
I was working then as an insurance broker, and one of my clients had been purchased by a larger company. My client had introduced me to the new ownership and secured an opportunity for me to "bid" on a program for the new parent company.
"HOW COULD YOU BE SO STUPID?"My team was able to put together a new program that, as compared with competition, was clearly superior in both design and details. From my point of view, it was perfectly clear that we had "won" the bidding and should be awarded the account. And yet, we received a curt voicemail message from the prospect stating that they had decided to continue working with their current provider. My attempts to reach executives by phone were unsuccessful. I was incensed. So I wrote a letter.
It took me nearly three pages to enumerate all the areas where my program was better than the alternative which the client had selected. The logic was inescapable, and I let my pique show through--just a little-- at the end of the letter. "How could you be so stupid?" was the gist of my message, although the question certainly was worded more elegantly.
"WRONG" TO BE "RIGHT"I sent copies of the letter to several executives in the company, including the former clients who had introduced me. I was confident that my letter would spark discussion among the executive team and, at a minimum, position me to take over the account the next year. Silly me. My righteous indignation made everyone uncomfortable, even my former clients. I never had the opportunity to work with any of those people ever again.
With hindsight, it's clear that the prospect and I were never on the same page. I had delivered what I, personally, would have wanted from a bidder. But they wanted something else. They made the right decision based on their standards and priorities.
My criticism of that decision effectively maligned their judgment, their values, and their integrity.
DEJA VU WITH A NEW POINT OF VIEWThis understanding came crashing to the forefront of my consciousness as I read the letter that a contractor wrote to me last week. We had disagreed on some charges in his bill, and I had offered a compromise payment.
His response was an angry letter. As I read the letter, I felt attacked. Before I reached the end of the page, I concluded that I would have nothing further to do with this person. And for the first time in 20 years, I fully understood how it must of have felt to be the recipient of my three-page tirade.
AND THE POINT IS. . .There are three levels of lessons to take from this story. On the surface, we see that expressing anger in the context of business is ineffective. It switches the focus from the other person to ourselves, and that is seldom a welcome shift.
Digging deeper, the message is that the other person is always right -- at least in his own mind. So, when we criticize his decision or point of view, he will probably experience that as an attack on his integrity. Again, very ineffective in building a relationship
The least obvious but most important lesson is that we have the opportunity to influence decisions BEFORE they are made. We can do that by understanding and, if necessary, negotiating, (1) the other person's "conditions of satisfaction" for any given project, and (2) the "rules of engagement" for working together.
CONDITIONS AND RULES
"Conditions of satisfaction" define how we know that we've met the other person's expectations. Too often, we jump into action based on our own perception of what should be important and relevant. When you take action based on your personal values and standards, the only person you're guaranteed to please is yourself.
"Rules of engagement" define how people do business together. When a contractor does not specify how he will charge, how often he will be available, and what services he will provide for the price quoted, the client will judge performance based on the client's standards. And the potential for disappointment and disagreement is significant.
HOW AND WHERE TO REDIRECT ANGERSince we have the ability to influence "conditions of satisfaction" and "rules of engagement," we bear responsibility for creating business relationships that work for us as well as for clients. So, if you find yourself feeling used or abused by a client--and you haven't agreed on "conditions of satisfaction" and "rules of engagement," make sure the anger is appropriately directed--at yourself.
Pinnacle Success Partners, Inc. helps individuals and teams build the relationships that build business. Call 708-651-2483 or email info@pinnaclesuccesspartners.com request a complimentary consultation.
|
|
© 2006 Pinnacle Success Partners, Inc., All rights reserved
Peak Performance is published monthly by Pinnacle Success Partners, Inc.
| |